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FARM FRITES POLAND SUSTAINABILITY REPORT2014—2016
CONTENTS
04 About this report
06 Strategic message
09 About us10 Important events in the company’s history
11 Awards and honors
12 Governance structure of the organization
14 Financial data
14 Key clients
17 Membership in associations
19 Our strategy20 Integrated management system
21 Risk management
21 Information security
22 Ethics and values
23 Our stakeholders and form of communication with them
27 The strength of quality28 Improving quality
30 Customer satisfaction
30 Statistical process control
31 Food safety
33 Processes and fair practices34 Supply chain
34 Relations with suppliers and business partners
37 Sustainable agriculture40 Success in partnership
41 Raising awareness
43 Labor practices44 Workplace
46 Development and trainings
48 More than work
52 Promotion of trends
53 Satisfaction of employees
54 Occupational health and safety
57 Social involvement and development of the local community58 Impact on positive changes in the environment
60 Cooperation with non-governmental organizations
62 Charitable initiatives
63 Corporate volunteering
65 Environment66 In the intrests of the environment
67 Energy consumption
68 Production of own electricity
69 Emissions to the atmosphere
70 Water consumption
71 Wastewater management
72 Waste management
73 Methodology and standard disclosures
77 GRI G4 standard disclosures
82 Acknowledgements
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ABOUT THIS REPORT1
This document is Farm Frites Poland SA’s second report on sustainability.
The first report, published in 2015, covered primarily the period 2012–2013,
but also presented the effects of FFP’s activities that reflected the idea of
sustainability in previous years. In the first report, we declared that we
are going to report our sustainability activities every two years. However,
having analyzed many aspects, we came to the conclusion that reporting in
a three-year cycle is more suitable for the character of our industry, which
deals with processing of natural raw material – potatoes. This report has
been prepared in accordance with the guidelines of the Global Reporting
Initiative (GRI), version g4, core option. We employed GRI’s guidelines
and principles in determining the reporting aspects.
The 2014–2016 sustainability report concerns the Farm Frites Poland SA
production plant located in Lębork on Abrahama 13 Street. Farm Frites
Poland Dwa sp. z o.o. farm located in Bobrowniki 19, in Damnica com-
mune, is a related company to FFP SA, as well as the largest and most
important supplier of potatoes to the plant. For this reason, the report
contains a lot of information on the good agronomic practices applied
on this farm’s fields.
The report has been developed without any limitations to its scope and
boundary, taking into account the company’s trade secret and confiden-
tiality of its employment contracts. The report has not been subjected to
an independent audit. However, the data presented in the report is an
element of Farm Frites Poland’s social and environmental performance
reporting whose reliability is verified because a significant part of the
Farm Frites Poland’s results presented in the report is subject to periodic
external audits (ISO 14001, OHSAS 18001, FSSC 22000). The main areas of
our activities are subject to regular internal audits. Additionally, external
experts participated in the process of collecting and preparing the data.
During the reporting period, the location of the company did not change,
and thus its main operations are still performed in Lębork, at Abrahama
13 Street. Also, during the period covered by this report the share capital
structure, supply chain, relationships with suppliers and business model
1 G4–3, G4–5, G4–13, G4–22, G4–23, G4–28, G4–29, G4–30, G4–31, G4–32, G4–33
remained unchanged. For any questions, concerns or suggestions con-
cerning the report or other issues related to Farm Frites Poland’s sustain-
ability, please contact Katarzyna Majchrzak – Communication and Com-
munity Involvement Manager ([email protected]) or Wojciech
Kiedrowicz – Environmental Protection & Sustainability Senior Manager
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STRATEGIC MESSAGE
Ladies and Gentlemen,
When in 2014 we were working on our first corporate social responsibility
report for the period 2012–2013, we were a company that existed for 20
years on the Polish market.
The jubilee year was an exceptional time when a lot of events addressed
to our employees, business partners and local community members took
place. It gave us the opportunity to summarize the last two decades of
hard work and development, as well as to thank all those without whom
our success would not be possible.
As the President and the Chief Executive Officer, I have been associated with
Farm Frites Poland from the very beginning. I know the employees’ names,
especially those who started working in 1994. In September 2014, during
a formal anniversary gala in the Baltic Philharmonic, I was able to thank as
many as 34 employees, which constitutes more than 15 percent of the whole
staff, who that year celebrated 20 years of working for FFP. Every year, the
number of people who have worked in our company for 20 years is grow-
ing. On the one hand, I am very glad because it confirms our good working
conditions, but on the other, it poses a challenge that we will have to face
soon, that is the retirement of the oldest and most experienced employees.
Every year, we remember that it is the people that build our company. We
appreciate the opinions of all our employees, and their contribution to
facing the current and future challenges together, as a team. This inspired
me to make a small change in our company’s mission, and thus in 2015
the word “Together” was added, which now reads as follows: “What we
do, we do well. What we do well, we can probably do better – TOGETHER”.
Since the release of our first report, nothing has
changed in terms of the company’s priorities – it
is still the highest quality in food production, in
business relations, relations with employees and
the local community, as well as in activities for
environmental protection. So everything that
guarantees sustainability and builds the com-
pany’s organizational culture which can, and
does, make us proud.
We cannot forget about the challenges that we
will have to face in the coming years. In ad-
dition to the already mentioned aging of the
staff, we have to also consider the challenges
on a national or even global scale, such as the
depleting drinking water resources, emission of
gases and bioterrorism. This is why we identify
potential risks on an ongoing basis and seek
ways to handle them.
This report reflects the continuity of our actions for sustainability, our
openness to new solutions and our commitment to continuous improve-
ment, both of our production processes and human relations. Sometimes
I can hardly believe that so much happens every year and I am glad that
it is the second time that the document summarizing our achievements
is being published.
Enjoy your reading
E.C. Lehmann-Bärenklau President & CEO
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ABOUT US08 09
IMPORTANT EVENTS IN THE COMPANY’S HISTORY2
Farm Frites Poland SA was established – a joint venture of two Dutch potato
processing producers: Farm Frites and Aviko.
The plant was opened and the French fries production line was launched.
McDonald’s became our client and still is to this day.
Our quality system was certified with the ISO 9001 standard and HACCP.
Our environmental management system was certified with ISO 14001
standard.
Potato pancakes production line was launched.
Farm Frites and Aviko sales and marketing departments were separated
from the FFP structure.
Potato flakes production line was launched.
We celebrated our 20th anniversary. We were given the certificate for Oc-
cupational Health and Safety Management System in accordance to the
Polish PN-N-18001:2004 standard and the international OHSAS 18001:2007
standard.
Our first Corporate Social Responsibility report for the period 2012–2013
was published.
We developed unique on the market gluten-free pancakes recipes and
launched their production. New packaging hall was opened.
2 G4–4
AWARDS AND HONORS
We are pleased that our work on the highest quality of our products, as
well as our commitment to activities for the benefit of the environment,
employees and the local community, are appreciated, which is reflected
in numerous awards received in the period 2014–2016.
“Certificate of the Lębork Land” – special award given to us in appreciation
of the 20 years of our business activities in Lębork
“Quality Award” – granted in gratitude for the high quality of products
supplied to McDonald’s
Leaders of Philanthropy – third place in the category “Company which in
the past year gave to charity the highest percentage of its income before tax”
“Healthy employee, healthy company” – first prize in the medium-sized
enterprises category in the Employers of Poland contest; awarded for “pro-
moting physical activity among employees, healthy eating and ‘work life
balance’, as well as undertaking great effort in the field of health policy”
Lębork County Benefactor of the Year 2016 – an award granted by the
Regional Youth Center in Lębork “in acknowledgement of the compa-
ny’s commitment in social activities, propagating the idea of volunteering
and inspiring others to be active”
1993
1994
1995
1998
2001
2004
2006
2011
2014
2015
2016
2015
2015
2015
2016
2016
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GOVERNANCE STRUCTURE OF THE ORGANIZATION3
Top Management is responsible for governing the company, it is composed of:
Ernst Christoph Lehmann-Bärenklau – President & CEO
Rafał Reszka – Vice-President & CFO
Adam Klasa – COO & Member of the Board
Grażyna Nowak-Połomska – Company Development & McDonald’s Business Unit Director
Dorota Markiewicz-Kubik – HR, Communication and Community Involvement Director
Dariusz Wierzbicki – IT Director
Jarosław Wańkowicz – Potato Procurement Director
3 G4–34, G4–LA12
PRESIDENT & CEO
HR, Communication & Community Involvement
Director
HR, Communication & Community Involvement
Department
Maintenance Department
WWTP French Fries Line Flakes Line Pancakes Line Cold Store
Finance Department
Packaging Department
Potato Department IT Department
Potato Storage Department
Canteen Reception
Vice President & Chief Financial Officer
Chief Operational Officer
Potato Procurement Director
IT Director
Company Development & McDonald’s
Business Unit Director
Company Development & McDonald’s Business Unit Department
Production Department
Quality Management Director
Quality Assurance Department
Planning & Logistics Department
Quality Control Department
Back Office
GOVERNANCE STRUCTURE OF FARM FRITES POLAND SA (AS ON 31.12.2016)
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FINANCIAL DATA4
KEY CLIENTS5
Farm Frites BV is one of the two founders and shareholders of our com-
pany. The company was established by Gerrit de Bruijne in Oudenhoorn,
the Netherlands, in 1971. At present, the head of this independent family
company is Piet de Bruijne, the founder’s son. Farm Frites currently has
43 trade offices and 7 plants, where it employs around 1 500 people. Farm
Frites plants process about 1 500 000 tons of potatoes annually and its
potato products are distributed to over 100 countries around the world.
Aviko BV (Grupa Aviko) is the other founder and shareholder of our com-
pany. The company was established by a group of 32 Dutch farmers in
1962. Aviko currently has 12 plants in Europe and China, and more than
20 sales offices. Products under the Aviko brand reach over 100 countries
on all continents.
McDonald’s – is our most important client, as well as the largest and the
best-known chain of fast food restaurants in the world. Our company
has been McDonald’s supplier uninterruptedly since 1995. Because of the
highest quality of our French fries, they are now delivered to over a 1000
McDonald’s restaurants in the following 12 countries: Poland, the Czech
Republic, Slovakia, Ukraine, Latvia, Lithuania, Estonia, Russia, Belarus,
Serbia, Kazakhstan and Bulgaria.
4 G4–95 G4–6, G4–7, G4–8
YEAR (DATA IN PLN THOUSAND) 2014 2015 2016
Revenues 283 033 272 839 302 528
Operating costs 226 338 213 941 231 238
Remunerations and employee benefits 19 437 20 979 24 102
Payments to capital providers 19 642 19 857 29 177
Payments to state institutions 3 518 3 748 3 712
Community investments 414 262 282
Total costs 269 349 258 787 288 511
Economic value retained 13 684 14 052 14 017
Our long-term cooperation with McDonald’s goes far beyond the usual
commercial relations and it is based on shared values, such as openness,
loyalty, fair play rules, but also widely understood responsibility.
The McDonald’s Corporation presents a clear strategy in the area
of sustainability throughout the entire chain, from field to customer.
The journey towards a sustainable supply chain begins with direct
suppliers, such as our company.
We accept and implement the vision of sustainability that assumes
constant improvement in the protection of the natural environment, ethics
and working conditions, economic issues, as well as inducing a positive
impact on the local community in which we operate.
We regularly support charitable programs of the international Ronald
McDonald House Charities, which directly contribute to the improvement of
health of children in many countries. We are active members of the Polish
Council of the Ronald McDonald House Charities.
I have the pleasure to have been working with McDonald’s for many years.
It is an extremely demanding client. Thanks to the great commitment
of the company’s management, passion and ambition of our employees,
it is possible to meet the ever-growing standards and expectations. We are
proud that McDonald’s appreciates our efforts and trusts us, which is
manifested by the more and more extensive cooperation. We are aware
of the fact that due to cooperation with such a demanding partner we are
becoming a better, more modern and responsible company.
GRAŻYNA NOWAK-POŁOMSKA
Company Development & McDonald’s Business Unit Director
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MEMBERSHIPS IN ASSOCIATIONS6
Thanks to our membership in Polish and international organizations, we
are regularly informed about changes in regulations or the latest trends
in the food industry. We also have the opportunity to propagate ideas that
are important to us, e.g. related to sustainable agriculture.
Polish Association of Sustainable Agriculture ASAP – our company is one
of the founders of the first Polish association of companies representing
various industries of the food production chain who aim to promote the
idea of sustainable agriculture.
European Potato Processors’ Association (EUPPA) – brings together potato
processors and plays an active role in matters related to food safety and
sustainability.
Sustainable Agriculture Initiative Platform (SAI) – supports sustainable
agriculture.
Polish Federation of Food Producers – its objective is to ensure effective
participation of business entities in creating legal, organizational and
economic conditions for the food industry development.
Polish Potato Association – a nationwide organization that engages in
activities aimed to integrate and develop the potato industry, as well as
strengthen the position of potatoes in the national economy.
Rekopol Organizacja Odzysku Opakowań SA (Packaging Recovery Or-
ganization) – supports entrepreneurs in the field of packaging recovery
and recycling.
6 G4–15, G4–16
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OUR STRATEGY
18 19
INTEGRATED MANAGEMENT SYSTEM7
To create individual value, it is necessary to
understand the context of the company’s oper-
ations. To this end, we improve the functioning
of our processes, both strategic, processing and
supportive. This is why process management
recently became the key to our company’s im-
provement.
Our strategic goals are aimed primarily at main-
taining good and close relations with our clients,
as well as increasing the company’s efficiency.
In the area of the sustainable development
strategy, we focus especially on process im-
provement, quality, sustainable agriculture, best
practices relating to work, social involvement
and development of the local community, as
well as caring for the environment.
7 G4–1, G4-DMA
RISK MANAGEMENT8
In our industry we have always been managing risk, but in 2014 we
have decided to manage risk in a comprehensive manner. We based risk
management on requirements of the PN-ISO 31000 standard. As part of
the implemented system, we identified risks, performed a risk analysis,
determined the responsibility and monitoring method. We have created
a Risk Register which is reviewed internally by the Risk Management
Team. We evaluated our risks based on the consequences: human, financial,
environmental, those impacting our image, as well as the operational and
strategic activities of the company.
INFORMATION SECURITY
Since 2015, the information security management system in our compa-
ny is based on the ISO 27001 guidelines. We have recognized our compa-
ny’s knowledge and internal information as our most valuable asset, and
for this reason ensuring control over the level of information security
became one of our priorities.
Until now, as part of the system implementation, we have distinguished
two categories of documents: confidential and internal, we have developed
the Personal Data Protection Policy and conducted numerous internal
trainings for our employees.
8 G4–14
In Farm Frites Poland, we have been promoting
the integrated approach to company
management for many years. We believe that
apart from the company’s economic development,
it is crucial to attach same importance to every
other aspect of the organization’s operations.
This approach ensures sustainable development
and builds the organizational culture of the
company. Therefore, while implementing our
strategy, we take into account the expectations
of all company’s stakeholders, i.e. owners, clients,
employees and farmers, but also suppliers,
local community and industry associations.
RAFAŁ RESZKA
Vice-President and CFO
INTEGRATED MANAGEMENT SYSTEM POLICY
What we do, we do well. What we do well, we can probably do better – TOGETHER.
We realize the principle of sustainable development and social responsibility acting in accordance with internal policies
We are the leading producer of potato
products.
Risk Management
Environmental
We come up to our clients’ expectations.
HR Management
We care for the
environment.
Industrial Safety and Hygiene
We respect our employees, partners
and clients.
Food Quality and Safety
Community Involvement
Information Security Management
OUR MISSION
OUR VISION
OUR STRATEGY
OUR POLICIES
PHYSICAL SECURITY
COMPUTER SECURITY
ORGANIZATIONAL AND LEGAL SECURITY
PERSONAL SECURITY
INFORMATION SECURITY MANAGEMENT SYSTEM ISO/IEC 27001
INFORMATION SECURITY POLICY
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ETHICS AND VALUES9
At the beginning of 2016, we started working on a code of ethical conduct
which was to define the rules of conduct of our employees, both in internal,
as well as external relations. The first step was consulting our employ-
ees – representatives of each department, as we discussed the areas that
should be covered by the code, as well as acceptable and unacceptable
behaviors of both the employees and the management of our company.
The consultations also resulted in defining values that the employees
think best represent our company.
OUR VALUES:
We have been building our relations with employees, business partners and
local community on these values for years, but it was only while working
on the code that there was an opportunity to name and clearly define them.
The code came into effect in January 2017. This is when we performed elec-
tions to the ethics commission, which ensures that the code is observed
and receives reports on its violations.
9 g4–56
OUR STAKEHOLDERS AND FORMS OF COMMUNICATION WITH THEM 10
Our stakeholders are essential for our business operations because they
have a considerable impact on FFP’s functioning and they are influenced
by our activities. We are committed to building partner relations based
on trust, working out common values and long-term cooperation.
Out of all our defined stakeholders, the company’s top management iden-
tified six key stakeholders, by using two criteria: interest in the compa-
ny’s activities and potential impact on the company. They were rated on
their level of significance on a scale of 1–5, where 1 meant “no or negligible”,
and 5 – “very high”. The key stakeholders became those for whom the sum
of points in these two categories was above 7.
10 G4–24, G4–25
OPENNESS RESPECT RESPONSIBILITY PROFESSIONALISM COOPERATION
CLIENTS • McDonald’s
• FFI • Aviko
(Aviko & Rixona)
EMPLOYEES • production • remaining
ASSOCIATIONS • branch
• informal impact groups
• others
OWNERS • Aviko • FFI
BUSINESS PARTNERS • cold stores and potato stores
• transport companies • companies receiving wastes
• HR outsourcing
COMPETITORS
SUPPLIERS • equipment
• service • production additives
• remaining
LOCAL COMMUNITY • inhabitants
• local government • non-governmental
organizations
REGULATORS • tax and customs administration
• institutions monitoring food production
• remaining monitoring institutions
FARMERS
STAKEHOLDERS
key stakeholdersOur goal:to perform a training on ethics
for all employees by the middle of 2018.
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We are engaged in regular and open dialogue with particular stakeholder
groups.
KEY STAKEHOLDER FORM OF DIALOGUE
Owners • direct meetings • current and periodic reports• annual report
Clients • Customer Service and McDonald’s Business Unit• direct meetings • constant e-mail and telephone contact• customer satisfaction surveys• reports, statements• product tests• supporting events/initiatives organized by the client• newsletter• catalogs• sustainability report
Employees • satisfaction surveys • internal meetings• Intranet• social media: Facebook• newsletter “Important information at the end of the week”, printed and electronic• corporate newsletter “What’s up?”, printed and electronic• opinion surveys • corporate volunteering• sustainability report
Farmers • regular meetings and contact with employees of the Potato Procurement Department – agronomists
• industry meetings, fairs• trainings and workshops• assistance in certification• opinion surveys
Local community • local and regional media• internet website – contact form• social media: Facebook• open days• corporate volunteering• partnership in local events• meetings with representatives of local authorities and non-governmental organizations• contact form on the internet website
Business partners • direct communication with dedicated people from the company• industry meetings, fairs• audits • surveys• catalogs
EXAMPLES OF TOOLS FOR COMMUNICATION WITH OUR STAKEHOLDERS
FFP’s Facebook profile was created in 2014 and in three years it has reached
over 1000 likes. Its main purpose is to promote our activities organized
for our employees and the local community. The recipients are also able
to contact us and provide us with their opinion on our company.
Internet website – in 2016 we have been working on modifying the web-
site – a new graphic layout was created, as well as a separate tab dedicated
to responsible activities of our company for the quality of our products,
environment, our employees and the local community.
“What’s up?” and “Important information at the end of the week” – these
are two publications for our employees that are published in a printed
and an electronic form. The first one is a several page summary of the
company’s all-year activities, while the second one is released every Friday
and in a short form informs the employees about important events that
has happened in the company and that will happen in the near future, as
well as informs about the activities that we organize or partner in outside
of working hours.
We are constantly working on improving our communication with the
employees and making it more attractive, and thus in 2017 we are planning
to launch corporate television.
Open day – in June 2014, our company was visited by over 500 people. It
was a great opportunity to take a closer look at the French fries and potato
pancakes production process and also share opinions about our company.
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THE STRENGTH OF QUALITY
26 27
IMPROVING QUALITY11
We treat quality as a tool for improving all areas
of our activities, and systematic approach allows
us to do so. We are increasingly interested in
subjects related to risk management and we are
introducing an information security management
system according to ISO 27001 standard. It is also
a step towards building our strength, and at the
same time inspiring trust and gaining recognition
in our clients and other stakeholders.
We have been cooperating with trusted suppliers
for years, we regularly visit them and at the same
time we invite them to our company to share best
practices. We have devoted much attention recently
to the subject of food fraud, and we are looking
for possible solutions for effective verification of
suppliers and additives used in our production.
Every year we are subjected to several external
audits. All audits performed in 2016 had a positive result.
2016 AUDIT SCOPE NAME OF THE REQUIREMENT
AUDITING COMPANY
Environmental management ISO 14001:2004 Lloyd’s Register QA
Coordinator OHSAS 18001:2007 TÜV Nord
Sustainability SWA McDonald’s Intertek
Sustainable supply chain RSPO Supply chain TÜV Nord
Product quality and safety GMP Standard AIB
SQMS AIB
Tesco Standard SAI Global
IKEA IWAY IKEA
Kosher Union of Religious Communities
Halal Halal Correct
FSSC 22000 TÜV Nord
11 G4–DMA
The mission of our company reads – What
we do, we do well. What we do well, we can
probably do better – Together. The mission fits
in perfectly in the concept of improvement
because our yesterday’s achievements
become today’s minimum, and our
yesterday’s perfection becomes today’s norm.
This is what gives us the strength
and competitive advantage, and what
drives us to develop all aspects of the
company’s activities.”
MAŁGORZATA KONIUSZY
Quality Assurance Manager
Sensory value of our products is crucial for us, and this is why we invite our
employees to enter a journey through senses, which we have started with
professor Nina Baryłko-Piekielna. We attach great importance to internal
trainings in this field. In the period 2014–2016, about 50 employees from
all departments related to production were trained. The sensory trainings
include both a theoretical part, thus basic terminology and other related
issues, as well as practical exercises that verify the individual sensory
sensitivity of all participants. Sensory cabins are used for sensory evaluation
of new production additives and products from production tests. We are
constantly improving our sensory skills. We train all employees who are
involved in the evaluation of raw material, semi-finished product or finished
product. Our panel team is a group of people with many years of experience.
JOANNA DAWIDOWSKA
Quality Control Manager
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CUSTOMER SATISFACTION 12
Every two years we ask our clients to share their opinions on our oper-
ations. Below we present FFI’s and Aviko’s customer satisfaction surveys
including four areas: quality, communication, product and NPD, as well
as orders and SLA.
CRITERIA FOR EVALUATION AVIKO (%) FARM FRITES (%)
QUALITY 94 83
COMMUNICATION 80 79
PRODUCT AND NPD* 87 75
ORDERS AND SLA** 83 72
* NPD – new product development** SLA – Service Level Agreement, an agreement between FFP, Aviko and Farm Frites
that specifies the requirements for orders
Every year we conduct a McDonald’s customer satisfaction survey, where
on a scale of 0–10 three areas are rated: supply chain, quality and logistics.
Representatives of all markets where we operate, as well as employees of
distribution centers are invited to take the survey.
STATISTICAL PROCESS CONTROL (SPC)
Farm Frites Poland began implementation of the Statistical Process Control
(SPC) in 2012 to ensure constant and consistent quality of our products. This
tool enables monitoring whether the production process is predictable in
its behavior. In the years 2014–2016, we continued the development of this
tool by introducing the following changes:
12 G4–PR5
→ more attributes were added to the SPC system on the French fries
line (end product temperature and semi-product online length
measurement),
→ the first potato flakes line attribute was introduced in the SPC system
(product moisture),
→ the control room has been modernized by installation of modern
software to make full use of the statistical and IT tools for monitoring
the production process,
→ an online visualization panel for the production process of fries
and flakes was developed and implemented. It is our own, unique
solution, not available on the market.
In 2014, our experts in this field had a lecture entitled “Who rules your
process” during the 4th Open LEAN Conference in Poznań, and on November
2015, they shared their experiences in the development of SPC during the
McDonald’s Supply Chain Knowledge Synergy Forum.
FOOD SAFETY
In 2015, we have decided to replace the ISO 22000 system with the new FSSC
22000 (Food Safety System Certification) standard. It is an international
standard specifying the requirements for the Food Safety Management
System.
The implementation of additional requirements described by the FSSC 22000
standard supports our strategy of food safety and quality. Among others,
the FSSC 22000 standard imposes that we provide measures to prevent
intentional or accidental contamination of food, including bioterrorism.
Details of the FSSC 22000 requirements are also included in the Pas 96
(Publicly Available Specification) document, which provides guidelines on
how to protect food against attack threats, including deliberate infection
with toxic substances or sabotage against the supply chain.
9,7
9,39,3
9,3 9,39,4
Supply chain Quality Logistics Average
9,69,5 9,5
9,69,7
9,6 9,6 2014
2015
2016
9,69,59,49,39,29,19,0
MCDONALD’S CUSTOMER SATISFACTION
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PROCESSES AND FAIR PRACTICES
32 33
RELATIONS WITH SUPPLIERS AND BUSINESS PARTNERS13
Since it was established, Farm Frites Poland has always attached great
importance to building successful and lasting relationships with suppliers
of production additives, equipment, raw material and services. We believe
that what is material to create such relationships is proper communication
and clear definition of the principles of cooperation. By business partners
we mean strategic suppliers, that is a company
transporting potatoes, cold stores storing our
products, a company receiving production waste
and a cleaning company.
We present our specific requirements on qual-
ity and sustainability to all our suppliers and
business partners. We have defined our require-
ments towards suppliers after analyzing the
requirements of our major clients. The analyzed
documents concerned business ethics, proper
employment procedures, occupational health
13 G4-DMA, G4-SO5
and safety, employee trainings, environmental protection and waste
management.
Due to the fact that our primary production material are potatoes, we have
dedicated a whole chapter of the report to relations with farmers and the
requirements for this key raw material.
Every year we check and verify whether our suppliers comply with the
principles required by our company and our clients. In 2016, internal au-
ditors performed 22 audits, including 5 audits of suppliers of storage and
transport services, 3 audits of suppliers of packaging materials and 14 of
other external companies.
In the reporting period, we have not terminated cooperation with any of
the suppliers due to a breach of business ethics or corruption. In addition,
no court cases regarding corruption were brought against the company
or its employees.
REQUIREMENTS FOR INDIVIDUAL GROUPS OF SUPPLIERS.
SUPPLY CHAIN76 farms, about 220 000 tons of potatoes
Palm oil (RSPO) and sunflower-rapeseed oil, packaging materials, energy and watera company transporting potatoes
data for 2016:
French fries production – 102 417 tonsPotato flakes production – 4 578 tonsPotato pancakes production – 2 889 tons
own and external, e.g. PAGO in Lębork
Farm Trans (FFG products), Havi Logistics (McDonald’s products)
Aviko, Farm Frites and McDonald’s
Farmers
Suppliers
Plant
Cold stores
Transport companies
Key clients
PRODUCTION ADDITTIVES – PRODUCERS
PRODUCTION ADDITTIVES –DISTRIBUTORS
PACKAGING MATERIALS
STORES / COLD STORES
EXTERNAL COMPANIES SERVICES /EQUIPMENT
Standard BRC or IFS or FSSC 22000
Basic documents:
→ Product passport
→ Additive producer audit
Standard: BRC – agents and distributors
Basic documents:
→ Product passport
→ Additives distributor audit
Standard: BRC Packaging
Basic documents:
→ Declaration of conformity
→ Packaging supplier audit
Standard: BRC Stores
Basic documents:
→ Sanitary requirements for transport and storage
FFP instruction external companies
Basic documents:
→ Agreement
→ Declaration of compliance with legal requirements
Our relations with all of our suppliers are
based on partnership principles, where we
all aim to both sides benefiting from the
cooperation. Together with our suppliers,
we carry out product and/or service
optimization projects. We believe that mutual
understanding of our businesses is the best
way to continuous improvement.
TADEUSZ SZKUDLAREK
Logistics Manager
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SUSTAINABLE AGRICULTURE 14
14 G4–DMA, G4–FP1, G4–FP2
36 37
We want our suppliers to be sustainable in their production, based on
three pillars:
In order to estimate the level of sustainability of our suppliers, we have
decided to employ the FSA2.0 (Farm Sustainability Assessment) checklist,
developed by the Sustainable Agriculture Initiative Platform – an organi-
zation that helps companies achieve sustainable production of crops. This
list consists of 15 areas covering all of the three pillars mentioned above.
It is universal and used all over the world, which gives us the opportunity
to benchmark with other similar companies.
Potatoes are our main raw material and 100% of them are sourced from
fields located in Poland. We manufacture products of the highest quality
and for their production we require from our suppliers more than 220 000
tons of raw material that meet high requirements. We work with several
dozen farms, out of which 84% are certified with the GLOBALG.A.P. standard.
Other farmers are covered with our internally developed standard called
FARMAAP. We require the introduction of the GLOBALG.A.P. standard within
the first three years of contracting, but we assist the farmers in the process
of the standard implementation.
ANDRZEJ MOCH
Agronomy Inspector
ENVIRONMENT SOCIETY FARMER’S PROFIT
Food production in harmony with the natural environment. Awareness of limited natural resources of the Earth requires care for the soil, water and air used by a farm.
Support and development of local rural communities. Farmers’ joint activities may concern soil management, shortening the food supply chain or supporting joint environmental protection projects.
A farmer is the key link in the food value chain. He is a food producer. In addition, he performs a service to the society, namely manages the environment and rural landscape, for which he should receive an equitable gratification.
50%75%
100% 100% 100%
75% 80% 100%
Results of internal audits according to the SAI list are presented in the form
of one of three colors (brown, silver, gold) and a percentage of coverage
of particular issues. By 2016, we have performed internal audits in 53 out
of 76 farms contracted with FFP.
THE RESULTS OF INTERNAL AUDITS OF THE FSA2.0 CHECKLIST
10 farms Gold
43 farms Silver
Advanced
Basic
Essential
Brown Silver GoldOur goal:Until the end of 2018, we
plan to carry out internal
audits according to the
FSA list at all of our
contract suppliers.
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SUCCESS IN PARTNERSHIP
We are an active partner of our farmers, whom we not only encourage
to run their farms in a sustainable manner, but also show them how
to do it. Being a partner means efficient, two-way communication and
individual treatment. Our agronomists provide assistance and support
the farmers with their professional knowledge in every situation. This
allows to build a strong bond between the assistant and the supplier and
it results in a successful cooperation. The visible effect of this approach is
a large number of farmers who have been cooperating with FFP from the
very beginning. Using various forms of direct communication, with the
help of agronomists, and indirect communication, in the form of various
surveys, we develop the best forms of cooperation, such as: the possibility
of group negotiations when concluding contracts, development of own
IT system called RUPR, which allows registration of field operations and
online tracking of the results of raw material evaluation during deliveries,
which in turn gives full transparency to both parties.
While expecting and promoting a sustainable approach, we also focus
on training our farmers. Every year, we organize field meetings on the
farms in small groups. It is an opportunity to exchange experiences and
discover technologies. It also raises a sense of community and responsi-
bility for the product – potatoes. We organize winter workshops where
we share knowledge about new potato cultivation technologies, as well
as safe food production and various elements of sustainable agriculture.
We have created a series of trainings “Tour the Farm”, where we show our
suppliers farms that are efficiently managed in a sustainable way. As an
example for suppliers, we show them our own farm, Farm Frites Poland
Dwa, which, as a participant in the prestigious McDonald’s Europe program
called Flagship Farms, has been implementing the principles of sustainable
agriculture for many years. A great example is the Bee Friendly project,
which is primarily based on the application of good agricultural practices
that are friendly to bees.
RAISING AWARENESS
FFP does not limit itself to implementing sustainable agriculture among
its suppliers. As an active member of SAI Platform, we feel responsible
for spreading the principles of sustainable agriculture in Poland. In 2014,
together with several partners, we established Polish Association of
Sustainable Agriculture “ASAP”. ASAP is a non-profit initiative of a group
of people and companies representing various sectors of the food value
chain. As members of the association, we actively participate in promoting
sustainable agriculture through such activities as:
→ development and implementation of sustainable agriculture stand-
ards in farms,
→ supporting the development of broadly understood competences of
farmers participating in the project,
→ creation of educational platforms.
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LABOR PRACTICES
42 43
WORKPLACE15
15 G4–11, G4–LA1, G4–DMA, G4–9, G4–10
TOTAL NUMBER OF EMPLOYEES BY GENDER, TYPE OF EMPLOYMENT CONTRACT, AREA OF RESIDENCE, JOB SENIORITY AND LEVEL OF FLUCTUATION.
EMPLOYMENT 2014 2015 2016
all employees 197 205 215
women 31 35 36
men 166 170 179
EMPLOYMENT BY THE TYPE OF EMPLOYMENT CONTRACT (%)
2014 2015 2016
permanent employment 97% 98% 93%
other contracts (fixed-term, probation, replacement)
3% 2% 7%
SENIORITY (%) 2014 2015 2016
under 5 years 23% 23% 26%
6–10 years 21% 19% 16%
11–15 years 12% 12% 12%
16–20 years 44% 30% 20%
over 20 years — 16% 26%
DATA FOR YEARS 2014 2015 2016
Employee fluctuation (%) 1,02% 3,43% 1,87%
PLACE OF RESIDENCE OF EMPLOYEES (%) 2014 2015 2016
Lębork and the Lębork district 88,20% 87,37% 88,63%
outside the Lębork district 11,80% 12,63% 11,37%
“It is the people that build our company.” This slogan is guiding us in planning
and implementing our people management policy. We build an organizational
culture based on openness, respect, trust and a sense of security. Our
employees, the majority of whom are inhabitants of the Lębork district, can
rely on stable employment, timely remuneration, trainings, as well as help in
developing non-professional passions. We focus on good communication with
both the supervisors as well as between departments. During many years
of working together, we have established close relationships, often going
beyond the professional framework. There is a reason why we are referred to
as a “family business”. After having worked together for so many years, we
can confidently say that we like and support each other, although, as in any
family, sometimes problems arise and we try to solve them.
DOROTA MARKIEWICZ-KUBIK
HR, Communication and Community Involvement Director
In the reporting period, there was no collective bargaining agreement
in the organization.
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DEVELOPMENT AND TRAININGS
Development has always been and is a natural and indispensable element
of work in our company.
Years of observing our business environment led us to believe that the
next decades will belong to companies and organizations whose greatest
assets are the skills of their employees.
The idea formulated in this way required creation of a coherent program
for managing knowledge – “Knowledge Management System”. At its base
is always the basic knowledge, compulsory for all employees. Then the
knowledge necessary for our work – technology. Then there is knowledge
related to the development of competences for a selected group of employ-
ees. Training skills that allow to share knowledge with other employees.
And finally, acquiring the so-called “new knowledge” through experiments
and understanding variability using statistical tools.
KNOWLEDGE MANAGEMENT SYSTEM
We decided that education is crucial from the point of view of creating
solutions and optimizing the company. The concept that we adopted could
be called “progressive”. We try to emphasize the preference of learning
through practice and observation. We seek to understand the dependencies
that occur in our technology and processes, by learning about their
variability and by interdisciplinary approach to problem solving.
KAROL PTACH
Technology Development Manager
The knowledge gained during the Black Belt training
allowed us to understand the Six Sigma concept,
which involves continuous improvement of the
organization, monitoring and constant control
to eliminate and prevent different process non-
conformities and products resulting from it. I believe
that as we master the tools and methods used
in the Six Sigma methodology, we will be able to
increase the efficiency of operations of both process
owners and its participants.
AGNIESZKA MOKOS
Quality Controller
RODZAJ SZKOLENIA ZEWNĘTRZNEGO
2014 2015 2016
Rozwój firmy 14,83% 44,44% 33,32%
Rozwój osobisty 16,56% 18,00% 11,03%
Legislacyjne 4,67% 4,70% 7,26%
Techniczne i technologiczne 28,10% 3,70% 26,05%
Obowiązkowe 8,96% 12,65 5,63%
Językowe 20,01% 14,86% 16,09%
Pozostałe 6,87% 1,65% 0,62%
UNDERSTANDING VARIATION A series of trainings on Six Sigma (Black Belt, Green Belt) for a group of employees • DoE – (Design of Experiments) • SPC – employing statistical methods to control and analyze a process• MSE – measurement system evaluation
SHARING KNOWLEDGE Internal trainers development program
COMPETENCES DEVELOPMENT Development of leadership, project management, business and specialist competences
TECHNOLOGY • Potato School – knowledge on technology• Basics of SPC – understanding the sources of variation, the ability to read control charts
BASIC KNOWLEDGE The knowledge of the company’s rules, procedures and systems
In 2014–2016, most of the trainings were
related to the company’s development, tech-
nical and technological, as well as personal
development trainings.
It is also important for us that the compe-
tences developed inside the company are
shared within the company and are applied
for a long time. This subsequently demands
increasing the requirements towards the
“creators” of the learning process – trainers.
This is the reason for the second group of
trainings in 2014–2016 focused on the de-
velopment of training skills among selected
employees.
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MORE THAN WORK16
We want our employees to feel that we, as a company, care about their
health, and that everyone, regardless of their position, can depend on our
help in case of illness or other difficult situation.
MEDICAL CARE
We provide private medical care for all employees. We promote preventive
medicine and for many years have been organizing ultrasound examina-
tion and breast mammography for women, while for men – preventive
examinations for prostate cancer. In 2016, about 80% of women and 45%
of men took part in the preventive examinations
EMPLOYEE PENSION SCHEME AND INSURANCE
Since 2005, we have been encouraging our employees to participate in the
Employee Pension Scheme that we are partially financing, which through
regular collection of funds will provide them with an additional pension. In
2016, over 42% of employees were covered by the Employee Pension Scheme.
In 2016, all employees were covered by a group life insurance and acci-
dent insurance. About 80% of employees use additional options offered
by the insurance company, such as childbirth benefit, additional medical
treatments, hospital stay etc.
EMPLOYEE WELFARE FUND
It has been in our company since 1995 and every year goes to support sports
activities of our employees, to organize Christmas parties for children, to
grant loans for renovation, as well as to grant support in case of illness
and accident. Every two years the fund goes to organize summer camps
for children of our employees, during which they visit interesting places.
In 2015, the campers left for the Beskid Mountains. A group of over 40
children visited, among others, a salt mine in Wieliczka and the residence
of the President of Poland in Wisła.
16 G4–DMA
AN UNUSUAL ANNIVERSARY
Following the tradition of our Dutch mother companies, Farm Frites and
Aviko, we are celebrating the anniversary of 12,5 years of work. Till the
end of 2016, as many as 130 of our employees celebrated this anniversary.
We are happy and proud of this number of jubilates because it confirms
the attachment to the company and the good work atmosphere.
A HEALTHY MIND IN A HEALTHY BODY
We are supporting sports initiatives and activities promoting balance
in life of our employees. We are financing a football team that has been
active for many years, runners, table tennis players. The most active of
the employees are attending sports competitions.
The French fries football team played their first game in 2004, on the occa-
sion of the company’s 10th anniversary. Back then, our opponents were the
employees of the Lębork City Hall. Since then, the players train regularly
and take part in the indoor league football games in Lębork and local
football tournaments. In 2014, they took the second place during a tour-
nament played on the occasion of the 20th anniversary of our company.
↑ Summer camp for employees’ children
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Since 2014, for avid runners, we organize a trip to “Run Warsaw” – the largest
street race in Poland. In 2014, seven of our employees took part in the run,
in 2015 – 10, and in 2016 – 12. For many of them, the preparation for this
run became a starting point to regular trainings, and now during the year
they participate in many running events at distances longer than 10 km.
Among the employees for whom running is a passion is Michał Goitowski,
Senior Production Operator, who in 2014 won the Crown of Polish Marathons.
Another employee that is successful at sport, both as a player, as well as
an umpire, is Małgorzata Fidala, Receptionist, who is passionate about
table tennis:
↑ Małgorzata Fidala↑ Run Warsaw
Running is what makes me feel free. It is a state of joy and inner
satisfaction. Running is time for my thoughts. While running, I can really
rest, collect ideas, plan. Every step, every kilometer is a dose of energy.
Running in a marathon shapes character and helps overcome weaknesses.
I like the emotions right before the start and the exhaustion at the
finish line.”
For me, table tennis is the joy of life, new friendships, unpredictability,
emotions and the fight against stress. Table tennis has been in my life
since primary school, and in 2014, I became a licensed National Umpire.
I umpired such games as the European Championships, Pro-Tour in
Warsaw, Superliga and Ekstraklasa matches. My greatest success was
winning a gold medal in singles during the European Championships in
Austria among the umpires, and silver in the doubles game in 2015. And in
2016, I passed the international umpire exam, which allows me to umpire
international tournaments.
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PROMOTION OF TRENDS
The idea of a dedicated year comes from the management as a response
to the observed need to raise awareness of the employees on health and
a healthy lifestyle, as well as to increase the sense of balance between
work and private life. This is why the first dedicated year was devoted to
health. A project group consisting of employees from various departments
was created and its members came up with, and then organized activities
promoting a healthy lifestyle. The project of a dedicated year turned out to
be a success, which is why it was continued and every year we concentrate
on a different important subject.
2014 Year of Health – Throughout the year, our employees got to learn the
health benefits of fruits from posters and try the fruits in the canteen every
Friday. Moreover, healthy dishes have been included in the canteen’s menu
for good. A group of women met every week for Nordic walking classes with
a trainer, which resulted in them finishing a half marathon. Preventive
blood tests in the plant turned out to be very popular – 70% of employees
got tested. We also organized a sports festival for the employees’ families,
where table tennis tournament was a real hit.
2015 Year of Safety – That year, together with the Central Institute for
Labor Protection, we organized lectures: “Stress at work. No, thank you!”,
a competition for employees on knowledge on safety, a picnic for employees
and their families with the participation of a fire brigade, rescuers, with
a rollover simulator, evacuation from a car, and a first aid training. We
also organized servicing of car fire extinguishers and training on their
proper use.
2016 Eco Year – That year we have been promoting awareness of ecology
and ecological behavior among our employees. We have been testing soap
nuts, together with anglers we have been cleaning a nearby Lubowidzkie
lake, we competed for commuting to work by bike and, using Endomondo,
for traveled kilometers, we also made ecological Christmas tree decora-
tions. All of that to feel that each of us can have positive impact on the
environment.
2017 will be the Year of Culture.
SATISFACTION OF EMPLOYEES17
Work satisfaction of our employees is extremely important for us, infor-
mation from them what we, as a company, do well, and what we could
do better. In 2014 and in 2016 we have conducted surveys on employee
satisfaction from work in our company. In 2014, the turnout amounted
to 53 percent, and in 2016 – over 78 percent, which makes us very happy
because it indicates that more and more of our employees are involved
in the company’s activities and believe that they have an impact on work
quality and atmosphere. Employees were informed about results of each
survey and conclusions drawn from them help to introduce further im-
provements. We are constantly monitoring employees’ moods and if no
alarming signals are noticed, we will conduct another survey in 2018.
17 G4–26
QUESTION 2014 2016
YES AND RATHER YES
I like working at FFP
I'm happy with the atmosphere in the company
I have a sense of stability of employment
84,8%
81,8%
82,7%
88%
72%
85%
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OCCUPATIONAL HEALTH AND SAFETY18
In 2016, we started workshops on the subject of safety for line managers and
the so-called opinion leaders, as part of the “Program for safety”. During
the workshops we actively exchange experiences, identify problems and
find solutions that help in better understanding of threats and problems
and their elimination. Till the end of July 2017, four workshop sessions
were organized.
Due to the risk associated with the storage of a large amount of ammonia,
which is used for cooling products, and fire hazards, we undertake a number
of preventive actions every year. The actions primarily include technical
plant protection, ammonia, smoke and fire detectors, sprinklers, audible
and visual alarms, periodic trainings on fire protection, exercises in case
of fire or ammonia leakage. Since 1995, we have an Emergency Response
Team whose members are our employees. This is a group specifically trained
and prepared for a rescue operation in the event of ammonia leakage
or fire and to provide first aid. In total, there are about 30 of the trained
employees, a few on each shift. We are equipped with gas-tight suits for
elimination of an ammonia leak. Once a year, we organize evacuation
exercises for all of the company’s employees.
In our factory, we care not only for the safety of our employees, but also
of our guests and employees of external companies that supply us with
18 G4–DMA, G4–LA6
additives and services. For this purpose, we have prepared a brochure
“Safety of guests at FFP SA”, which everyone entering the plant premises
for the first time must be familiar with.
In the reporting period, on the premises of the plant there were no fatal
accidents of Farm Frites Poland employees and employees of external
companies that supply us with additives and services.
In 2015, we introduced an indicator that measures the frequency of acci-
dents – LTIFR (Lost Time Injury Frequency Rate)*. The chart below presents
FFP’s data for this indicator for the years 2015–2016.
LTIFR RATES IN FFP IN 2015–16
* The LTIFR indicator shows the number of accidents in the workplace causing a temporary inability to work per 1 000 000 hours worked. It is an international indicator allowing to compare data from companies from various industries.
The management of Farm Frites Poland puts the safety of all persons
working at our company first. They are supporting the OHS department
and managers by engaging in continuous improvement of health and
safety conditions in the plant and they require the same commitment from
managers at all levels. In 2012, we started the process of implementing the
Occupational Health and Safety Management System, and in May 2014, we
obtained a certificate for the OHS system according to the Polish standard
PN-N-18001:2004 and the international standard OHSAS 18001:2007.
ADAM KLASA
COO and Member of the Board
“I think, and I know that I work safely.” These are the words of one of our
employees that perfectly reflect the essence of the safety culture that
we promote in our company. Because it is thanks to thinking, caution and
mutual respect that we safely come back to our families and friends, which
is what safety is all about.
AGNIESZKA WIŚNIEWSKA
OHS Coordinator
35
2015
2016
302520151050
22,9616,71
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54 55
SOCIAL INVOLVEMENT AND DEVELOPMENT OF THE LOCAL COMMUNITY 19
19 G4–SO2
56 57
IMPACT ON POSITIVE CHANGES IN THE ENVIRONMENT
HEALTH AND PREVENTIVE HEALTHCARE
Motoheart – since 2014 we have been involved in the campaign for promot-
ing voluntary blood donation organized by the Cruiseriders motorcycle
club in Lębork, by financial support of the event’s finale and by promoting
this idea among our employees.
In 2014, we managed to collect 68 liters of blood (14th place in 87 cities tak-
ing part in the campaign), in 2015 – 293 liters (1st place), and in 2016 – 367
liters, which was the best result among all Polish cities.
Preventive examinations in Ronald McDonald House Charities’ ambulance
– the health of the youngest inhabitants of our region is very important
to us. And our cooperation with the Ronald McDonald House Charities
educates us on preventive programs such as “NO to cancer in children”.
Thanks to our initiative and cooperation with local authorities, the foun-
dation’s ambulance has visited Lębork twice – in October 2014 and June
2016, and also Wicko – in June 2016. During the first, two-day event, 199
children were examined, and during the second, three-day, 242 children.
All companies exists in an environment and even if their operation is not
directly connected to the environment, they do have an impact on it. This
is the case with our company. However, we are still aware of the fact that if
it was not for the friendly attitude of local authorities, as well as residents
who are our employees or partners, our company would not be successful.
This is why we have been involved in the affairs of the local community
from the very beginning of our company. We want to be seen as a socially
responsible company, and even as a leader in social involvement among
our employees and the local community. We pursue this goal through an
open communication and involvement in activities positively impacting the
environment, also with the help of our volunteering employees. These slogans
translate into specific actions that we have realized in the years 2014–2016.”
KATARZYNA MAJCHRZAK
Communication and Community Involvement Senior Specialist
In the ambulance children aged from 9 months to 6 years are given a com-
prehensive ultrasound examination. Such free tests that do not require
a referral from the doctor, allow early detection of various types of health
risks at an early age.
The next visit of the ambulance is planned in 2018.
Everywhere in the world where the foundations operate, they are known
for their programs helping children and their families during treatment,
hospital stay, often associated with difficult emotions and a sense of
loneliness. On the one hand, the disease, on the other hand, distance from
your own home at the time when the home is the most important. In the
largest pediatric hospitals, in more than 60 countries, the foundation runs
Ronald McDonald Family Rooms or builds Ronald McDonald Houses nearby,
and additionally supports families with the highest quality preventive
healthcare on board of special mobile clinics.
Poland already has the first Ronald McDonald House at the University
Children’s Hospital of Cracow, as well as Family Rooms at the
Children’s Health Center and in the Pediatric Hospital of the Warsaw Medical
University. Thanks to our friends, donors of the foundation, the Warsaw
Medical University is the first children’s hospital in which no mother or
father has to sleep on the floor, because it is a truly family-friendly hospital.
The Ronald McDonald House Charities also has the first in Europe, and until
recently the only, ambulance which reaches children’s neighborhood with the
offer of comprehensive ultrasonography tests “NO to cancer in children”.
Among the over 5 000 children examined every year, for 12 years there are
also children from Lębork, where we go because Farm Frites Poland regularly
takes care of preparing our visit. From the beginning, the company has also
been among the most important donors of the Ronald McDonald House and
Family Rooms.
A team of the company’s employees helps as volunteers, organizes running
events for the foundation, and is always ready to act in emergency
circumstances. Helping connects. Our mission “To keep families together” is
really important for Farm Frites Poland.
PROF. ADAM JELONEK President of the Ronald McDonald House Charities Board
KATARZYNA NOWAKOWSKA Executive Director of the Ronald McDonald House Charities
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COOPERATION WITH NON-GOVERNMENTAL ORGANIZATIONS
Active–Self-reliant – in September 2016, the Regional Youth Center, with
support from the Robinson Crusoe Foundation and thanks to grant in the
amount of PLN 200.000 from the Civic Initiatives Fund, launched the first
“vehicle for self-reliance” program in Lębork. Our company is a private
partner of this project.
The project included 30 young people, aged 16–24, coming from orphanages,
foster families and families at risk of exclusion.
The aim of the vehicle is helping young people to become independent
through gaining practical knowledge and skills and shaping the attitudes
needed in independent living. One of the consultants who meets with the
young people every two weeks is our colleague from the company – Basia
Kozłowska.
Apart from our company and the foundation, the local authorities are also
involved in the project, which is a great example of trilateral cooperation
of a non-governmental organization, local government and a business.
„Box of life” – in 2015, we established cooperation with the “Stowarzysze-
nie na 102” association and financially supported implementation of the
“Box of life” project which is addressed to seniors from the Lębork district.
The “Box of life” project aims to facilitate effective assistance in life
or health emergencies, mainly in situations when paramedics, doctors,
firefighters or social welfare staff have to react quickly, and inability
to communicate with someone who, for example, suffered from stroke,
hemorrhage, who is stressed or have trouble speaking, can dramatically
delay help. The project is very simple – a card with the most important
information about a patient is put in a plain plastic box with a sticker “box
of life” which is placed in the refrigerator. On the door of the fridge a similar
sticker as the one on the box is placed, which indicates to the rescuers that
the box can be found in the fridge. By the end of 2016, we managed to hand
out 1600 of the boxes.
EWA KŁOSOWSKA
President of the “Stowarzyszenie na 102”
↑ Active–Self-reliant workshop
→ Box of life
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CHARITABLE INITIATIVES
Electronic Christmas card – w 2015 roku, zamiast tradycyjnej papierowej
kartki bożonarodzeniowej, której 800 sztuk wysyłaliśmy każdego roku, nasi
partnerzy w Polsce i zagranicą po raz pierwszy otrzymali od nas życzenia
w formie elektronicznej. W tej akcji pomaga nam gdańska malarka, Magda
Beneda, która nieodpłatnie przygotowuje projekt kartki. Zarówno w 2015,
jak i w 2016 roku kwotę, którą wydalibyśmy na zakup i wysyłkę kartek,
przekazaliśmy w formie darowizny na rzecz chorego dziecka z naszej
okolicy – w 2015 był to Kacperek, którego czekała operacja serca, a w 2016
roku Kubuś, który choruje na dziecięce porażenie mózgowe i wymaga
intensywnej rehabilitacji.
Christmas Parcel – we have been involved in the campaign since 2009.
Following the idea of the Christmas Parcel, during this time we especially
help large families and mothers who raise their children alone. Cooperating
with the Municipal Social Welfare Center in Lębork, we collect information
about specific needs of the families. Both the company, as well as employees
are involved in the action, as they gather the necessary things and then
bring them to the families. In the years 2014–2016, we have supported six
families in this way.
A charity lottery during the New Year’s party – since 2007 we are organ-
izing a charity lottery, where our employees buy tickets and get a chance
to win attractive prizes funded by the company. All the funds collected in
this way are donated to children in need from Lębork region.
Donations in-kind – every year we donate tons of our fries, pancakes and
flakes to foundations from all over Poland, local schools, kindergartens
and parishes.
2014 36 tons of products
2015 26 tons of products
2016 28 tons of products
CORPORATE VOLUNTEERING
A survey conducted in 2016 among employees of our company showed that as
much as 90 percent of respondents helped a person in need in the past year,
58 percent was involved in activities for their housing estate, apartment block,
child’s school, etc., and 79 percent would like to get involved in helping others.
Planting trees – an action organized since 2011 together with the Lębork For-
est Inspectorate. In 2014, together with our employees and their families, we
have planted 3000 tree seedlings, in 2015 – 2000, and in 2016 – 1700. During
the 6 years of the campaign, we have planted 15.000 tree seedlings. Therefore,
our goal of planting 20.000 trees by 2020 is very probable to be attained.
Supporting the ambulance of Ronald McDonald House Charities – dur-
ing the visits of Ronald McDonald House Charities ambulance in Lębork
in 2014 and 2016, our employees helped with the medical examination
by working in the ambulance reception, as well as assisting doctors in
ultrasound examination.
Cleaning Family Rooms in a pediatric hospital – in 2016, during the trip
to “Run Warsaw” street run, we came to Warsaw a day before and imme-
diately went to the pediatric hospital, where Family Rooms are run by the
Ronald McDonald House Charities. With the use of cleaning equipment, we
have cleaned up kitchens and play rooms used by the parents of children
treated in oncology wards.
By organizing such actions, we intended to make our employees aware that
selfless help is, on the one hand, invaluable support for the beneficiary,
but also great satisfaction for the helper.
Survey results show a lot of interest in helping others, therefore we want to
use this potential and in the next years we will be developing a corporate
volunteering program and will involve more of our employees.
→ FFP Volunteers in the Ronald McDonald House Charities ambulance
↓ A statuette as an expression of gratitude from a social welfare foundation for children Pan Władek
Our goal:We want to plant 20.000
trees by 2020.
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ENVIRONMENT 64 65
IN THE INTERESTS OF THE ENVIRONMENT20
20 G4–DMA
Every manufacturing activity involves interference in the natural
environment. By using water and gas in our production process, we are
depleting the Earth’s natural resources. By burning gas in our boilers,
we emit substances to the atmosphere that cause climate change, we
produce waste and sewage. It is inevitable. However, from the point of view
of a company that wants to run business in a responsible manner, it is
important to limit the negative impact on the environment. Therefore, since
the company was founded in 1994, we consistently try to minimize the
adverse effects of our operations on the environment.
WOJCIECH KIEDROWICZ
Environmental Protection & Sustainability Senior Manager
ENERGY CONSUMPTION 21
The production of our products requires the use of significant amounts of
energy. For the production we mainly use energy coming from the com-
bustion of natural gas. The structure of consumption of various types of
energy in our factory is detailed in the chart below. Every year, the share of
energy from gas combustion in the energy consumption structure increases.
FFP’S ENERGY CONSUMPTION STRUCTURE IN 2014–16
In March 2014, we have launched an installation aimed at reducing
energy consumption. The new installation recovers heat from the hot
water removed from the blancher. Blancher is a machine in which fries
are subjected to a hot water bath for a specific time. During this process,
natural sugars dissolve into the water, which means that from time to
time fresh water needs to be added to maintain the proper technological
parameters. The heat recovered from the installation is used for heating
cold water added to the blancher. Due to this installation, in the next
two years we have observed reduced gas consumption from month to
month.
SPECIFIC ENERGY CONSUMPTION IN KWH/KG
21 G4–EN3, G4–EN5
Electricity
Gas / biogas
100
80
60
40
20
0
24
76
24
76
23
77
Caring for the environment is an integral element of the development strat-
egy. The Environmental Policy of Farm Frites Poland SA defines priorities
and includes a commitment to continuous improvement of our production
processes in order to minimize the impact on the natural environment.
We regularly check the impact of our company on the surrounding envi-
ronment, based on the applicable law and internal procedures. Since 2001,
the environmental management system has been organized according to
the recommendations of the international standard ISO 14001:2004. The
current certificate was issued in May 2016 by Lloyd’s Register Quality As-
surance and is valid until September 2018. In 2017, we implemented a new
version of the environmental standard ISO 14001:2015.
2014
1,3
1,35
1,25
1,2
1,15
1,1
1,052012*
1,3093
1,2239
1,17931,1455
2014 2015 2016
2015 2016
Our goal:By 2020, we intend to reduce
the specific energy consumption
needed to produce 1 kg of
finished product by a minimum
of 5%. As a base, we adopted
the result from 2012, when
the specific consumption was
1,3093 kWh/kg. In the reporting
period, we observed a positive
trend.
*2012 is the base year
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PRODUCTION OF OWN ELECTRICITY22
In 2016, we produced 2588 MWh of electricity, all of which was used to cover
the plant’s needs. Own electricity accounted for 8,2% of total electricity
demand. We have thus reduced the volume of purchased energy. Assum-
ing that a three-person household consumes 2,5 MWh of energy annually,
the amount of electricity produced at our plant could cover the annual
electricity demand of over 1000 families.
AMOUNT OF ELECTRICITY PRODUCED IN FFP IN MWH
By producing more and more of our own electricity, we achieve several
minor goals: we reduce the demand for non-renewable fossil fuels, we
increase the share of energy from renewable sources in the total plant’s en-
ergy consumption and we reduce our carbon footprint. The percentage
share of energy from renewable sources in total consumption has been
steadily increasing since 2012.
SHARE OF RENEVABLE ENERGY IN FFP
22 G4–EN6
EMISSIONS TO THE ATMOSPHERE23
It is estimated that greenhouse gas (GHG) emissions into the atmosphere
are one of the most likely causes of the global warming effect. Poland
belongs to a group of European countries where the level of smog in cer-
tain seasons exceeds the acceptable standards, and thus is a threat to our
lives and health. In our company, we measure emission levels from the
boilers burning natural gas twice a year. Calculation of total emissions
for the years 2014–2016 was made using the Bilan Carbone v7.4 sheet.
DIRECT AND INDIRECT EMISSIONS IN FFP IN TONNES CO²EQ
Direct emissions include emissions related to the combustion of fuels in
boilers and company vehicles. And indirect emissions are associated with
the purchase of electricity. In 2016, the sum of both types of emissions
amounted to 48 529 tons, which was 2 942 tons lower from the sum of
emissions in 2014, which means a 5,7% decrease. In the reporting period,
we have recorded a reduction in the average direct and indirect emissions
expressed in kg of CO2 per tonne of finished product. The decrease in aver-
age direct emissions between 2014 and 2016 amounted to 6,6%, while the
drop in average indirect emissions was much higher and amounted to 13%.
AVERAGE DIRECT AND INDIRECT EMISSIONS IN KG CO²EQ/T OF PRODUCT
23 G4–EN15, G4–EN16, G4–EN18
Our goal:By 2020, we intend to
increase the share of energy
from renewable sources in
total energy consumption to
a minimum of 10%. We adopted
the result from 2012 as a base,
when the value of this indicator
was 3,3%. In the reporting
period, we observed a positive
trend.
Indirect emissions
Direct emissions50 000
60 000
40 000
30 000
20 000
10 000
0
26845
24626
26196
23426
24452
24077
2014 2015 2016
Average indirect emissions
Average direct emissions
500
400
300
200
100
0
207
223
203
212
180
208
2014 2015 2016
2500
3000
2000
1500
1000
500
0
1073
1654
2588
2014 2015 2016
10%
12%
8%
6%
4%
2%
0%2012*
3,30 %
6,40 %7,30 %
9,25 %
2014 2015 2016*2012 is the base year
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WATER CONSUMPTION 24
Production in our company is not possible without water. Therefore, we
constantly monitor the withdrawal and consumption of water. We withdraw
the water from our own intakes at the plant and from municipal water
supplies. Because we increase the production capacity of the factory every
year, our water demand also grows.
WATER WITHDRAWAL STRUCTURE FOR FFP PRODUCTION PURPOSES
Eliminating leaks and sealing the water circulation system did not bring
the effect of reduced specific consumption. Therefore, in the second half
of 2016, we initiated a project of pretreating the post-production water
to the drinking water standard, which will meet all the standards set for
water used for food production. The planned date of launching the new
installation is the second half of 2018. In the reporting period, we have
observed a negative trend in the specific water consumption indicator for
1 kg of finished product. In the coming years, we will devote more funds
to improving this indicator.
SPECIFIC WATER CONSUMPTION IN L/KG
24 G4–EN8
WASTEWATER MANAGEMENT25
At the plant, we have our own two-stage sewage pre-treatment plant. The
biological-mechanical stage in the pre-treatment plant was launched at
the beginning of production in 1994. The growing production volumes
influenced our decision to build a modern anaerobic installation, which
started at the end of 2012. Biogas is created in the tank and then after
cleaning is burnt in a co-generative unit. All of the pre-treated sewage is
discharged to the Municipal Sewage Treatment Plant in Lębork. Increased
water demand for the production purposes consequently affects the in-
crease of the amount of sewage discharged into the municipal sewage
treatment plant.
AMOUNT OF SEWAGE DISCHARGED FROM FFP TO THE SEWAGE TREATMENT PLANT IN THOUSAND M³
25 G4–EN22
Municipal water supplies
*2012 is the base year
Own intakes
800
600
400
200
0
141
424
137
425
142
444
2014 2015 2016
5
5,2
5,4
5,6
4,8
4,6
4,4
4,2
42012*
5,0842
5,23375,3653 5,3543
2014 2015 2016
600
400
200
02014
537 569 574
2015 2016
Our goal:By 2020, we intend to reduce
the specific consumption of
water needed to produce 1 kg of
finished product by a minimum
of 10%. As a base, we adopted
the result from 2012, when the
specific consumption was 5,0842
l/kg. In the reported period, we
observed a negative trend.
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WASTE MANAGEMENT
In the reporting period, the recycling of waste generated in our factory
remained at a very high level. In 2013, the recycling rate for the first time
in the company’s history exceeded 96%, while in 2016 over 99,5% of our
waste was recycled. In 2017, we intend to start a cooperation with a local
alternative fuel company. Thanks to this cooperation, we will not transport
any post-production waste to the local landfill, and only municipal waste
from the factory canteen. At the plant we segregate and send packaging
waste, such as cardboard or foil, for recycling.
LEVEL OF RECYCLED WASTE PRODUCED IN FFP
METHODOLOGY AND STANDARD DISCLOSURES26
The GRI G4 standard enabled to identify the most important aspects of re-
porting. A team of FFP employees that developed the sustainability report
analyzed and defined the extent of impact of aspects – both the impact
inside the company and well as on its surroundings.
KEY REPORTING ASPECTS
26 G4–18, G4–19, G4–20, G4–21
Our goal:By 2020, we intend to recycle
all post-production waste
generated in our plant, and thus
not dispose of any waste at the
local landfill. In the base year,
i.e. in 2012, we recycled 77% of
waste, which means that 23% of
our waste was sent to landfill. In
the reported period, we observed
a positive trend.
Processing of organic waste in a biogas plant is the most effective use of
the organic waste. As a result of the processing we generate renewable
electricity, as well as heat and organic fertilizer. The biogas power plant
in Darżyno is the largest installation of this type in Poland. We are
satisfied with the cooperation with Farm Frites Poland SA. We value our
partner’s credibility, stability of supply and high culture of doing business.
MARCIN TOMASZEWSKI
President of Nadmorskie Elektrownie Wiatrowe Darżyno sp. z o. o.,
a company that produces electricity from wind and biogas
100%
80%
60%
40%
20%
0%2012*
77%
94,5% 98,7% 99,5%
2014 2015 2016
ASPECT OF SUSTAINABILITY REPORTING
IMPACT OF THE ASPECT WITHIN THE COMPANY
IMPACT OF THE ASPECT OUTSIDE THE COMPANY
Occupational Health and Safety
Product and Service Labeling– Health and safety of the clients– Product labeling– Relations with suppliers– Risk management
Employment and Diversity, Equal Opportunity– Employment– Employee–employee relations– Employee–superior relations– Code of conduct
Training and Education
Energy, Water, Effluents and Waste– Water– Energy– Waste
Emissions
Local Communities and Anti-Corruption
Economic Performance– Economic results– Maintaining key clients
Supplier Assessment for Impacts on Society– Complaint mechanism
Sector specific Indicators– Compatibility with FSA 2.0
*2012 is the base year
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The process of defining the content of the report has been prepared us-
ing the GRI G4 Guidelines. One of the key elements of the processes was
including the stakeholders in the process of selecting subjects through
meetings and individual interviews with the most important stakeholders,
i.e. clients, employees and suppliers.
WE DEVELOPED A MATRIX OF ISSUES SIGNIFICANCE, WHICH INCLUDED:
→ identification of a list of issues specific to the food industry,
→ analysis of the company’s operations and changes that have occurred
over the last three years,
→ stakeholders were involved in the process of identifying key subjects,
→ a list of subjects particularly important for the company was prepared.
THE MATRIX OF THE ISSUES SIGNIFICANCE ALLOWED US TO IDENTIFY THE SUBJECTS THAT WERE DESCRIBED IN THE REPORT:
→ production of healthy and safe food
→ sustainable agriculture
→ impact of the company’s operations on the environment (information
on possible threats, safeguarding methods, monitoring of events,
methods of informing about events and potential hazards)
→ monitoring and public disclosure of company’s impact on the envi-
ronment – water, soil, air
→ relations and cooperation with the local community - communica-
tion on company’s activities, cooperation with non-governmental
organizations, philanthropic activities, promotion of the region
→ relations and communication with employees – fair labor practices
→ standards of cooperation with suppliers, supply chain
→ industry ethics – code of conduct, building common standards
The process of defining the content of the report was based on four
reporting principles. These are: materiality, stakeholder inclusiveness,
sustainability context and completeness.
THE PROCESS CONSISTED OF THREE STAGES:
→ An analysis of the sustainability issues indicated in the GRI standard
raised by stakeholders during the dialogue sessions.
→ Choosing the most important sustainability issues by the compa-
ny’s management, which discussed the key sustainability issues for
the company and set priorities in this area during strategic workshops.
→ Selection of Standard Disclosures that best describe key sustaina-
bility issues for the company.
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GRI G4 STANDARD DISCLOSURES
76 77
DISCLOSURE DESCRIPTION PAGE NUMBER
GENERAL STANDARD DISCLOSURES
Strategy and analysis
G4–1 Statement from the most senior decision-maker 6, 7, 20
G4–2 Description of key impacts, risks, and opportunities 6, 7
Organizational profile
G4–3 Name of the organization 4, 5
G4–4 Primary brands, products, and services 10
G4–5 Location of organization’s headquarters 4, 5
G4–6 Location of operations 14
G4–7 Nature of ownership and legal form 14
G4–8 Markets served 14
G4–9 Scale of the organization 14
G4–10 Information on employment 45
G4–11 Collective bargaining agreements 44
G4–12 Organization’s supply chain 34
G4–13 Significant changes during the reporting period 4, 5
G4–14 Information on the precautionary approach or principle 21
G4–15 Externally developed charters, principles, or other initiatives to which the organization subscribes or which it endorses
17
G4–16 Memberships in associations 17
Identified material aspects and boundaries
G4–17 Identified material Aspects and Boundaries 73
G4–18 Process for defining the report content and the Aspect Boundaries
73
G4–19 Identified material Aspects 73
G4–20 Material Aspect Boundary within the organization 73
G4–21 Material Aspect Boundary outside the organization 73
G4–22 Restatements of information provided in previous reports 4, 5
G4–23 Significant changes from previous reporting periods in the Scope and Aspect Boundaries
4, 5
DISCLOSURE DESCRIPTION PAGE NUMBER
GENERAL STANDARD DISCLOSURES
Stakeholder engagement
G4–24 List of stakeholder groups engaged by the organization 23
G4–25 Basis for identification and selection of stakeholders with whom to engage
23
G4–26 Organization’s approach to stakeholder engagement 53
G4–27 Key topics and concerns that have been raised through stakeholder engagement
53
Report profile
G4–28 Reporting period 4, 5
G4–29 Date of the most recent previous report 4, 5
G4–30 Reporting cycle 4, 5
G4–31 Contact point for questions regarding the report or its contents
4, 5
G4–32 ‘In accordance’ option the organization has chosen 4, 5
G4–33 Policy and current practices with regard to seeking external assurance for the report
4, 5
Governance
G4–34 Governance structure of the organization 13
Ethics and integrity
G4–56 Organization’s values, principles, standards and norms of behavior
22
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DISCLOSURE DESCRIPTION PAGE NUMBER
SPECIFIC STANDARD DISCLOSURES
Occupational Health and Safety
G4–DMA Disclosures on Management Approach 54
G4–LA6 Lost day rate, absentee rate and work-related fatalities 55
Product and Service Labeling
G4–DMA Disclosures on Management Approach 28
G4–PR5 Results of surveys measuring customer satisfaction 30
Employment, Diversity and Equal Opportunity
G4–DMA Disclosures on Management Approach 45
G4–LA1 Total number and rates of new employee hires and employee turnover
45
G4–LA12 Composition of governance bodies and breakdown of employees per employee category according to gender
12
Training and Education
G4–DMA Disclosures on Management Approach 46–47
G4–LA9 Average hours of training 46–47
Energy, Water, Effluents and Waste
G4–DMA Disclosures on Management Approach 66
G4–EN3 Energy consumption within the organization 67
G4–EN5 Energy intensity 67
G4–EN6 Reduction of energy consumption 68
G4–EN8 Total water withdrawal by source 70
G4–EN22 Total water discharge 71
G4–EN23 Total weight of waste 72
DISCLOSURE DESCRIPTION PAGE NUMBER
SPECIFIC STANDARD DISCLOSURES
Emissions
G4–DMA Disclosures on Management Approach 69
G4–EN15 Direct greenhouse gas emissions 66
G4–EN16 Indirect greenhouse gas emissions 69
G4–EN18 Greenhouse gas emissions intensity 69
Local Communities and Anti-Corruption
G4–DMA Disclosures on Management Approach 58
G4–SO2 Operations with significant impacts on local communities 58–63
G4–SO5 Confirmed incidents of corruption 58–63
Economic Performance
G4–DMA Disclosures on Management Approach 20
G4–EC1 Direct economic value generated and distributed 14
Supplier Assessment for Impacts on Society
G4–DMA Disclosures on Management Approach 20
G4–SO10 Significant impacts on society in the supply chain 20
Sector Specific Indicators
G4–DMA Disclosures on Management Approach 38
G4–FP1 Percentage of purchased volume from suppliers compliant with company’s sourcing policy
38–41
G4–FP2 Percentage of purchased volume which is verified as being in accordance with credible, internationally recognized responsible production standards
38–41
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ACKNOWLEDGEMENTS
The employees and the management of our company were actively involved in
the preparation of the “Sustainability Report 2014–2016”. Without their knowledge,
experience and commitment, we would not be able to summarize the three years
of FFP’s activities.
Special thanks go to the group that worked on the final shape of the report:
Małgorzata Koniuszy
Katarzyna Majchrzak
Dorota Markiewicz-Kubik
Wojciech Kiedrowicz
Andrzej Moch
Jarosław Wańkowicz
And to people who provided data for the report:
Anna Damps
Joanna Dawidowska
Iwona Górska
Izabela Kleinschmidt
Ewa Lubańska
Agnieszka Mokos
Monika Olejnik-Myślińska
Joanna Pruszewicz
Agnieszka Wiśniewska
Andrzej Dymowski
Tadeusz Szkudlarek
We would like to thank Patrycja Osińska for her support in defining the framework
of the report that meets requirements of the GRI G4 standards.
We would like to thank Grzegorz Laskowski for beautiful photos presenting many
aspects of our company’s life, as well as our employees, especially Małgorzata
Fidala and Michał Goitowski, who shared with us their sport passion.
The photograph on pages 56–57 comes from the Archive of the City Hall in Lębork.